Divisional
Structures
Divisions have profit and loss responsibility. They may be (a) organized
as a stand-alone divisions that have effective control over every
function required to compete; or (b) focused on a subset of tasks, such
as development or →marketing.

Success depends on both
what you do and
how you do it. There are
specific elements
that help you and your company to be more innovative. It's a blend of →Culture,
methodologies, infrastructure,
innovation structures, and work practices...

Management's task is to generate the right climate that encourages
experimentation,
creativity,
rule-breaking,
and individualism. Avoid rigid management that rules out experiment and
trial and error...
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In the new era of
→Systemic Innovation, it is more
important for an organization to be cross-functionally excellent than
functionally excellent.
Cross-functional teams, either formal or informal, need to be
formed. These teams can also find new businesses in white spaces between
existing business units... More

Establishing an
→attitude of relentless growth is what
enables an organization and its people to achieve their goals. The spirit of
relentless growth keeps fresh ideas flowing and reinvigorates your company... More

The one-on-one relationships that individual
workers have with their managers, and the
trust, respect, and
consideration that their managers show toward them on a daily basis are also
at the core of an energized workforce. "Getting the best out of workers is
above all a product of the "softer" side of management - how individuals are
treated, inspired,
and challenged to do their best work - and the support, resources, and
guidance that is provided by managers to help make
exceptional employee performance a reality."2...
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In the new era of
systemic innovation, it is more
important for an organization to be cross-functionally excellent than
functionally excellent. Firms which are successful in realizing the full
returns from their technologies and innovations are able to match their
technological developments with complementary expertise in other areas of
their business, such as manufacturing, distribution, human resources,
marketing, and
customer relationships. To lead these expertise development
efforts,
cross-functional teams, either formal or informal, need to be formed.
These teams can also find new businesses in white spaces between existing
business units.